The concept of strategy has been viewed - and thus measured - in many different ways. Venkatraman ?74? identified four such inter-related perspectives used by previous researchers, namely the scope of a strategy (“means and ends” versus “means”), its hierarchical level (corporate, business or functional), its domain (“parts” or “holistic”), and its temporal status (intentions versus realizations). Strategic orientation was measured in this study with Venkatraman’s instrument, which determines the “realized” business strategy in holistic terms, focusing on the means adopted to achieve the desired goals.